Corporate Social Responsibility Awareness, Firm Commitment and Organizational Performance

Abstract

In this research, we addressed the following questions that are becoming increasingly important to managers in the banking industry of Ghana: is there a relationship between corporate social responsibility (CSR) awareness, firm commitment and organizational performance? If yes, how is the relationship between these three variables? The study adopted both qualitative (case study) and quantitative methods respectively. Banks were selected to gather data, which was acquired from answers obtained from our administered questionnaire and also through interviews. The population of the survey constituted the management and non-management staff and customers of UT Bank Ghana and Barclays Bank Ghana Ltd in Ghana. Hypotheses of the study will be analyzed using correlation and regression. Results of the study show that there are high positive correlations between the constructs of corporate social responsibility (CSR) awareness, firm commitment and organizational performance.

The impact of human resource practices on employee engagement in the airline industry

“…Although, for the effective running of the organization, human resource manager need to answer the five most important questions of what time to recruit, which place to recruit, which source to use, which person to recruit, and what medium to use for communication (Box & Purcell, 2008). A hand full of eminent researchers called attention to the relationship between selection and recruitment and organizational performance (Alansaari, Yusoff, & Ismail, 2019; Kanu, 2015; Ntiamoah, Egyiri, & Kwamega, 2014), stating that organization performance is relatively correlated with training and development, selection, and recruitment (Ekwoaba, Ikeje, & Ufoma, 2015). Additionally, training gives employee an edge over others and increases employee effectiveness and efficiency (see Alola, Avci, & Ozturen, 2018; Alola, Olugbade, Avci, & Öztüren, 2019).…”

Influence of Stakeholder Involvement on Performance of Large Manufacturing Firms in Kenya

“…The performance can be measured using both financial and nonfinancial indicators (Tasneem, Muhammad & Basit, 2016). The financial indicators comprise the net profits, return on assets (ROA), return on equity (ROE), return on investments (ROI), net profit margin, while non-financial indicators include market share, customer base, growth, customer satisfaction, production efficiency, customer service, among others (Ntiamoah, Egyiri & Kwamega, 2014). Non-financial performance measures, though subjective, serve as complements to the financial measures (Muloli, 2020).…”

“…In addition, Kibogy (2017) used a descriptive research design, thus a methodological gap. Ntiamoah, Egyiri and Kwamega (2014) conducted the study in the banking sector, thus presenting a contextual gap. Furthermore, Muloli (2020) conducted the study in banks, thus a contextual gap.…”

Conceptualizing Strategic CSR and its Organizational Outcomes: A Review of Literature and Research Agenda

“…Secondly, CSR is viewed from corporate citizenship perspective by Ntiamoah, Eyyiri, and Kwamega (2014) who posit that organizational long term success is dependent on favorable corporate citizenship that creates higher standards of living and good quality of life in the societies where they operate through prioritization of ethical, legal and economic responsibilities. The view is further reinforced by Brooks (2005) and Mikolajek-Gocejna (2016) who observe that a company's obligation is to maximize its positive impact without augmenting its negative impacts by providing solutions that tend to the societies long run needs.…”

“…According to this theory, the firm's resources can either be tangible or intangible, and the firm's ability to outdo and outperform its rivals lies in its ability to have a unique and distinctive interplay of organizational physical and human resources. An organization's ability to successfully manage stakeholder relationship, as well as its capacity to care for the environment genuinely, can be an intangible resource capable of generating a competitive advantage that is sustainable in the long run (McWilliams & Siegel, 2006;Ntiamoah et al, 2014). While resource base theory has the advantage of being the main driving force in strategic management literature, it also complements the stakeholder theory in that firm competitiveness requires effective and efficient management of both organizational resources and stakeholder relations (Freeman, Harrison, Wicks, Parmer & Colle, 2010).…”